business plan for 2004 - EDP

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2003 - Annual Report - EDP >> 1.2 The Functional Structure of the EDP Group’s Holding Company EDP’s activities are organised in accordance with the functions and responsibilities determined by the Executive Committee that establishes the Group’s structure and the sharing of duties between the various Business Units and the Shared Services Units – EDP Valor – and the holding company of the EDP Group. EDP has a central structure that provides support to the decision process. It has transverse responsibilities and reports to the Executive Committee. This structure comprises a number of general managers, assistants and consultants of the Board of Directors, as well as a Corporate Centre organised into Offices and Co-ordination Areas. During 2003, EDP implemented major changes designed to improve its efficiency and to enhance its relations with Group companies, as well as its co-ordination and control. A decision was therefore taken to set up six new structures to support the Executive Committee. • Within the scope of direct support to the chairman of the Executive Committee a position of Office Manager of the Chairman of the Executive Committee was created; • The Risk Management Office was created, an activity of growing importance within the Group, responsible for identifying and proposing the risk-management model for the whole Group; EDP HOLDING COMPANY Board of Directors Executive Committee Office Manager of the CEO General Managers Eng. Stephan Godinho Lopes Morais Eng. António Manuel Barreto Pita de Abreu Dr. António Manuel Vaz Pacheco de Castro Assistants Eng. António Martins da Costa Eng. Emílio José Pereira Rosa Dr. João Manuel Manso Neto Eng. Rui Matos Oliveira Sérgio Eng. Joaquim Armando Ferreira Silva Filipe Eng. Jorge Manuel Ribeirinho Soares Machado Advisers Eng. Vasco Manuel de Castro Coucello Dr. António José Marrachinho Soares Eng. Hermínio Cravo Rodrigues Moreira Eng. José Eduardo do Amaral Netto e Aguiar Dra. Maria do Pilar Gouveia Bobone Offices and Departments Quality Office Dra. Paula Pinto da Fonseca Environment Office Eng. António Manuel Neves de Carvalho Business Analysis Office Dr. Carlos Alves Pereira Iberian Articulation Office Dr. António Manuel Vaz Pacheco de Castro Internal Audit Office Eng. Vitor Manuel Silva Leitão Communication and Image Office Dr. Horácio Manuel Piriquito Casimiro Consolidation, Control and Budget Management Office Dr. Miguel Ribeiro Ferreira Risk-management Office Eng. António Maria Ramos da Silva Vidigal Financial Management Office Dra. Magda Abdool Magid Vakil Brazil Link Office Eng. Joaquim Pedro de Macedo Santos Energy Planning Office Eng. António José Silva Coutinho Human Resources Office Eng. Eugénio André da Purificação Carvalho Regulation and Tariffs Office Enga.Maria Joana Mano Pinto Simões Investor Relations Office Dr. Pedro Manuel Carreto Pires João Information Systems Office Eng. José Avelino Abreu Aguiar Legal Office Dr. António Pedro Balançuela Alfaia de Carvalho Gas Project Dr. José Manuel Ferrari Bigares Careto General-Secretary Dr. António José Marrachinho Soares • A Quality Office was set up to monitor not only the quality of the service provided to the customers of the companies of the EDP Group but also internal quality in terms of the professional satisfaction of its employees: • The Energy Planning Office was created to study alternative scenarios for the evolution of supply and demand at Iberian level, thus contributing to better decision-taking in terms of the Group’s operational production strategy; and • Also set up were the Iberian Articulation Office and the Brazil Link Office, essentially to promote the progressive integration of common activities having a different geographic base and closer approach between the differing cultures of the various group companies. During 2003, a project began to restructure the Corporate Centre, the aim of which is to turn the holding company into a more flexible, lighter structure. Essentially, in addition to the formation of the new offices described above, the internal structure of each office, their duties and their objectives were studied. This study concluded early in 2004 and is currently being implemented, will allow the transfer of several responsibilities between the holding company, EDP Valor and various business units to optimise their functions and procedures. In keeping with the new organisation, the holding company will have only essential and added-value services, while it will strengthen its role in defining the strategy implemented by the business units: The central structure providing support to decision processes is now as follows: 28/29
The responsibilities and functions of the various offices are as follows: The chairman and remaining members of the Executive Committee of the Board of Directors are assisted by the Office Manager of the Chairman of the Executive Committee, who, in addition to acting as secretary to the weekly meetings of the Executive Committee, coordinates and monitors projects of strategic and financial importance and represents EDP before external entities. The mission of the Quality Office (GQL) is to co-operate with the Group’s business units to increase their profitability, competitiveness and market share as required. For their purposes, it produces information relevant to decision-taking, allowing internal improvement measures to be dealt with better, and to simplify the implementation of objectives. To achieve these objectives it (i) uses market research of external and internal customers and of Group employees as its principal support methodology, (ii) organises training course in the quality area, and (iii) acts as an internal consultant. The principal duties of the Environment Office (GAB) include (i) assisting the Board of Directors in the matters of environment and sustainability, particularly in the definition of corporate action policies and strategies and in the definition and supervision of goals and objectives, and in relations with the Environment Board, (ii) reporting the company’s activity in environmental matters, (iii) providing co-ordination of activities of a strategic order within the holding company and ensuring that the Group’s operating activities are consistent with the guidelines of the Board of Directors, and (iv) monitoring the development of environmental issues of greater importance to the business and proposing the adoption of overall operational strategies for the company. The mission of the Business Analysis Office (GAN) is to optimise the Group’s business portfolio by means of critical analysis in the light of the strategic development set out by the Board of Directors. The main areas of operation are project evaluation, identification of business opportunities, analysis and execution of operations involving the purchase and sale of assets and investments, negotiation of partnership agreements and providing support to the Board of Directors in decision- -taking in respect of strategic investment and divestment. The Iberian Articulation Office (GIB) was set up in 2003 with a view to promote relations with HidroCantábrico and extending them to the various operating levels of the company, as well as to monitor and accompany the development of business and of the asset portfolio within the energy sector in Spain. Consequently, the GIB is the structure responsible for making full use of the potential to create value for EDP and for HidroCantábrico through 2003 - Annual Report - EDP greater articulation and joint work at operating and strategic level. The principal role of the Internal Audit Office (GAI) is to support management in the concept, implementation and monitoring of an internal control system adequate to the pursuit of the established effectiveness and efficiency objectives, through performing structural evaluation audits on internal control and through checking the actual effeciency and effectiveness of the established controls, providing management with reasonable assurance as to their ability to prevent, detect and correct the occurrence of operating nonconformities and materially relevant errors or omissions in the information used to measure the degree of compliance with the established objectives and to manage the organisation, working together with the external auditors and with the statutory auditors. The operating areas of the Communication and Image Office (GCI) are responsible for the management of contacts with the media, brand management – as the brand guardian of the entire EDP Group – advertising sponsorship, internal and organisational communication, the corporate media (site, intranet and in-house magazines) and institutional relations. The GCI centralises all the communication of the EDP Group, including EDP Brasil. The Consolidation, Control and Budget Management Office (GCO) involves three areas of operations. The first is the consolidation and control area, whose main function is accounting reporting. The second is planning and control, responsible for management control, budget control, planning, financial reporting, drawing up balanced scorecards and review of budgeting procedures and systems. The third is the Group’s taxation area. The GCO started implementing in 2003 an integrated accounting and management information system across to the entire Group – Magnitude – that is set to be concluded in 2004. The mission of the Risk Management Office (GGR) consists of the definition, implementation and maintenance of an Integrated Risk Management System (SGIR) for the EDP Group. Use of the SGIR provides a number of comparative advantages for EDP by allowing the inclusion of the dimension of the risk in the Group’s strategic and operational decisions. Indeed, the opportunities that constantly arise for a group of the size of EDP involve uncertainties whose quantification, through determination of the risk inherent in them, makes a decisive contribution to taking the right decisions. The Financial Management Office (GFN) is responsible for proposing to the executive commitee the Group’s financial management strategy, for observing compliance therewith and for the control of its financial liabilities.
Page 2 and 3: CONTENTS >> ORGANISATION OF THE INF
Page 4: The first, the Institutional Report
Page 7 and 8: EDP Group Consolidated Turnover EBI
Page 9 and 10: Spain 20032002 Var. % Number of Emp
Page 11 and 12: COMPANY HIGHLIGHTS >> 2003 • Hidr
Page 13 and 14: Francisco de la Fuente Sánchez, Ch
Page 15 and 16: assumed responsibility for preparat
Page 17 and 18: MESSAGE TO SHAREHOLDERS João Ramal
Page 19 and 20: BUSINESS PLAN FOR 2004 - 2006 EDP p
Page 21 and 22: Within the scope for the simplifica
Page 23 and 24: EDP CORPORATE OFFICERS (2003-2005)
Page 25 and 26: José Morais Cabral Non-executive D
Page 27 and 28: CORPORATE GOVERNANCE EDP - Electric
Page 29: 1 Disclosure of Information >> 1.1
Page 33 and 34: whose main function is controling t
Page 35 and 36: Comparative evolution of EDP shares
Page 37 and 38: Indicators - Capital Market (1) In
Page 39 and 40: of €335.2 million, of which €27
Page 41 and 42: financial operations and liabilitie
Page 43 and 44: 2 Exercise of voting rights and sha
Page 45 and 46: 3 Company Rules Internal Regulation
Page 47 and 48: 5 Management >> 5.1 Characteristics
Page 49 and 50: Policy of rewarding the members of
Page 51 and 52: 6 Group Management Support Services
Page 53 and 54: 7 Human Resources This chapter addr
Page 55 and 56: For the first time, a meeting of th
Page 57 and 58: 8 Pension Fund The Group companies
Page 59 and 60: 9 Information Systems The informati
Page 61 and 62: during 2003 by means of field infor
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Page 68 and 69: Relatório & Contas 67/67
Page 70 and 71: Content 1. Energy Sector 72 1.1 Ibe
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2003 - Annual Report - EDP • Riba
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2003 - Annual Report - EDP The Sopo
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2003 - Annual Report - EDP More dyn
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2003 - Annual Report - EDP Technica
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2003 - Annual Report - EDP c) produ
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2003 - Annual Report - EDP The foll
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2003 - Annual Report - EDP In elect
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2003 - Annual Report - EDP desired
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2003 - Annual Report - EDP >> 1.3.3
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2003 - Annual Report - EDP • Band
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2003 - Annual Report - EDP Enertrad
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2003 - Annual Report - EDP Of the v
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2003 - Annual Report - EDP Direct a
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2003 - Annual Report - EDP • To c
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2003 - Annual Report - EDP • The
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FINANCIAL STATEMENTS - SUMMARY EDP
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EDP - Electricidade de Portugal, S.
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PROPOSAL FOR THE APPROPRIATION OF N
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ACKNOWLEDGEMENTS The Board of Direc
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